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The aim of this study is to examine in detail the impact of technological advancements on the workforce within the tourism industry. Specifically, it seeks to understand the effects of information and communication technologies (ICT), social media, the internet and websites, mobile technologies and other technological developments on workforce dynamics, skill requirements and job descriptions. The research intends to analyze how technological innovations are transforming the workforce and how these transformations are influencing practices within the industry.

This study employs a comprehensive literature review to understand the impact of technological innovations on the workforce in the tourism industry. The research aims to conduct an in-depth examination of empirical data obtained from extensive databases in the fields of technology and tourism and detail the effects of technological advancements on the workforce. Additionally, it includes a general assessment of trends and transformation processes within the sector by synthesizing findings from existing literature on the relationship between technology and workforce.

The results of the research reveal that technological innovations have fundamentally transformed workforce dynamics and job descriptions. Developments in information technology have led to the automation of routine tasks and the creation of high-skilled new job roles. Social media has contributed to the emergence of new job roles and skill requirements, while the internet and websites have altered digital marketing strategies. Mobile technologies have increased the necessity for the workforce to develop mobile skills. Furthermore, big data and artificial intelligence applications have enhanced the workforce’s data management and analysis capabilities.

This study makes a significant contribution to understanding the impact of technological innovations on the workforce in the tourism industry. The findings emphasize how technological changes have altered skill requirements and job descriptions, highlighting the increased need for continuous education and skill development.

Digitalisation, which involves the use of digital technologies in transforming an organisation’s activities, transcends just the acquiring of emerging digital tools. Having the right people to drive the implementation of these technologies and attaining strategic organisational goals is essential. While most studies have focused on the use of emerging technologies in the construction industry, less attention has been given to the ‘people’ dimension. Therefore, this study aims to assess the people-related features needed for construction digitalisation.

The study adopted pragmatic thinking using a mixed-method approach. A Delphi was used to achieve the qualitative aspect of the research, while a questionnaire survey conducted among 222 construction professionals was used to achieve the quantitative aspect. The data gathered were analysed using frequency, percentage, mean item score, Kruskal–Wallis H test, exploratory factor analysis and confirmatory factor analysis.

Based on acceptable reliability, validity and model fit indices, the study found that the people-related factors needed for construction digitalisation can be grouped into technical capability of personnel, attracting and retaining digital talent and organisation’s digital culture.

The findings offer valuable benefits to construction organisations as understanding these identified people features can help lead to better deployment of digital tools and the attainment of the digital transformation.

This study attempts to fill the gap in the shortage of literature exploring the people dimension of construction digitalisation. The study offers an excellent theoretical backdrop for future works on digital talent for construction digitalisation, which has gained less attention in the current construction digitalisation discourse.

Quality 4.0 is essential to the Industry 4.0 framework, notably in the electronics sector. It evaluates product quality in real-time using automatic process controls, quality tools and procedures. The implementation of Quality 4.0 criteria in the electronics industry is the subject of this study’s investigation and analysis. In this study, nine Customer Requirements (CRs) and 18 Design Requirements (DRs) have been defined to adopt Quality 4.0, aiming to increase yield while reducing defects. This study has developed a Quality 4.0 framework for effective implementation, incorporating the People, Process and Technology categories.

Many CRs and DRs of Quality 4.0 exhibit interdependencies. The Analytic Network Process (ANP) considers interdependencies among the criteria at various levels. Quality Function Deployment (QFD) can capture the customer’s voice, which is particularly important in Quality 4.0. Therefore, in this research, we use an integrated ANP-QFD methodology for prioritizing DRs based on the customers' needs and preferences, ultimately leading to better product and service development.

According to the research findings, the most critical consumer criteria for Quality 4.0 in the electronics sector are automatic systems, connectivity, compliance and leadership. The Intelligent Internet of Things (IIOTs) has emerged as the most significant design requirement that enables effective control in production. It is observed that robotics process automation and a workforce aligned with Quality 4.0 also play crucial roles.

Existing literature does not include studies on identifying CRs and DRs for implementing Quality 4.0 in the electronics industry. To address this gap, we propose a framework to integrate real-time quality measures into the Industry 4.0 context, thereby facilitating the implementation of Quality 4.0 in the electronics industry. This study can provide valuable insights for industry practitioners to implement Quality 4.0 effectively in their organizations.

Talent management is conducted to maximize an organization's overall performance and efficiency which helps to serve as a competitive advantage. Human resource management is a concept which includes human-related activities, but talent management is a strategy which helps to get new talent, develop their skill sets and provide better employee engagement and experience to retain the top potential employees in an organization. Improvement in recruiting and retention of a workforce results from a well-executed talent acquisition approach. In the 21st century, employee retention has become a primary concern for the organizations specially with work from home and hybrid models.

The workforce for tomorrow is going to be very different from what it has been. Technology is transforming the way people work within organizations. The workplace is rapidly evolving in terms of people and processes and is going through a lot of technological changes. The terminologies such as automation, artificial intelligence, augmented reality and block chain technologies are slowly becoming part of the workplace and everyday activities of the organization.

The challenges are many and especially post-pandemic organizations are going through some major changes such as a mindset shift of employees to take up more remote working opportunities, building virtual teams, increase in the gig economy workers (contractual workers) and a diverse workforce which makes it even more challenging for the organization to manage and retain talent.

Based on the ability, motivation and opportunity (AMO) theory, this study aims to investigate the role of digital human resources management (digital-HRM) practices in influencing hotel employee behaviors, especially their adoption of work-at-home (WAH).

The study was conducted in two stages in hotels in Vietnam. Stage 1 used a mixed method to develop an instrument to measure digital-HRM practices. In Stage 2, through a survey of 303 respondents, the research investigated digital-HRM practices’ additive and interactive effects on WAH.

The study shows that digital-HRM comprised five factors. Except for digital recruitment, the other digital-HRM practices significantly affected WAH. In addition, the research suggests that digital training and employee involvement should be combined to enhance employee willingness for WAH.

Drawing on the AMO theory, this study constructs a digital-HRM measurement scale to study the antecedents and consequences of these practices to improve employees’ digital work efficiency. In addition, through both additive and combinative (a two-way interaction) models, the study enhances the HRM and hotel management theory by understanding why digital-HRM practices are essential to boost employees’ digital competencies to adopt remote working.

By investigating the role of digital-HRM practices in improving employees’ adoption of WAH, this study provides empirical implications for hotels to manage digital-HRM practices better and thus makes remote working effective.

The existing literature reveals the lack of a deep understanding of how HRM practices can promote digital devices and services and their influence on employee behaviors, especially in the hotel sector. To the best of the authors’ knowledge, this study is unique in extending the AMO theory into the digital context to illuminate components of digital-HRM practices and clarify how digitalizing HRM practices can motivate hotel employees to accept WAH.

The coronavirus disease 2019 (COVID-19) pandemic adversely affected small and medium-sized enterprises (SMEs) in India. Amongst the challenges faced were the adjustments required in leadership skills to address pandemic-induced technological changes and the necessity for employee skill upgrading. This study examined the factors that influenced organisational performance in Indian SMEs, particularly in the context of the digital transformations that were brought about by the pandemic.

The study employed a cross-sectional design to investigate a set of hypotheses that were formulated to understand the relationships amongst digital leadership, digital training, empowerment and organisational performance. The data were collected during the pandemic from 487 employees who were working in various SMEs in India. Questionnaires were distributed through email and social media platforms, and electronic consent was obtained from each participant.

The study's findings indicated positive associations amongst digital leadership, digital training, empowerment and organisational performance. They also highlighted the mediating role of empowerment in these relationships. Furthermore, organisational resilience was found to positively moderate the relationship between empowerment and performance.

The study stands amongst the pioneers in exploring the role of digital leadership and digital training during the pandemic and their impact on employee empowerment amongst SMEs in a developing country.

The purpose of this study was to develop a model for the digital transformation of university libraries based on meta-synthesis.

The approach of this research was qualitative and used the Sandelowski and Barroso’s (2007) seven-step meta-synthesis method to systematically review the literature. The statistical population of the research includes all the scientific publications related to the foundations and dimensions of the digital transformation of university libraries, counting the scientific publications retrieved from six scientific databases in the period from 2004 to 2022, and was based on the critical appraisal skills programme and a screening process.

Based on the retrieved publications, 32 documents were selected for further review and analysis. First, a separate code was considered for all the factors extracted from the selected documents, and then, considering the concept of each of the codes, they were categorized into a similar concept. In this way, the research concepts were determined. Based on the analysis done with the help of the content analysis method, there are a total of seven main categories and 24 concepts, including digital culture (including: digital attitude, user-oriented, agility, participation and cooperation, creativity and innovation and learning digital skills of employees), digital librarian (containing: individual competence, knowledge competence, communication competence and skill competence), digital manager (comprising: individual competence, knowledge competence, skill competence), digital services and resources (including, optimally reorganizing library resources, providing digital services to users and providing digital services to the mother organization), digital technologies (containing: digital infrastructure, technological readiness and using digital technologies), support and cooperation of upstream institutions and the mother organization (dealing with: providing human resources, providing technological resources and equipment and making macro policies) and work process and development of digital strategies (comprising: digitalization of processes and development of library digital strategies).

Digital transformation is a complex and multi-faceted process, yet it is an indispensable endeavour for university libraries, and managers and librarians cannot be expected to be familiar with these concepts without training or study and then be able to move in the right direction towards the digital transformation of libraries. To the best of the authors’ knowledge, this is the first study to develop a model for the digital transformation of university libraries. The results of this research indicate the effective factors and requirements needed for the digital transformation of university libraries and address the importance of understanding the concepts for managers and librarians.

The empirical study of factors related to digital transformation (DT) in the banking sector is still limited, even though the importance of the topic is universally evident. To bridge that gap, this paper aims to explore the role of digital leadership (DL), innovative culture (IC) and technostress inhibitors (TI) to support engagement for improved digital innovation (DI). Based on the literature, these variables are crucial aspects of digitalisation, even though there is no agreement on their conclusiveness.

This quantitative study tested a new conceptual model using survey data from five major banks in Libya. Partial least squares structural equation modelling was used to analyse the data from the 292 usable responses.

The results showed that DL and IC positively affect DI. Techno-work engagement (TE) mediated the relationship between leadership, culture and innovation. TI played a significant moderating role in leadership, culture and engagement relationships.

The research findings highlight critical issues about how leadership style and fostering organisational support in the banking sector can enhance DT. Leaders must demonstrate a commitment to long-term resource allocation to avoid possible negative effects from digital stress while pursuing DI through work engagement.

The study suggests that fostering organisational support can enhance DT in retail banks, potentially leading to improved customer experiences and increased access to financial services. These programs will help banks contribute to societal and economic development.

This timely study examines predictor mechanisms of innovation in retail banking that resonate within the restrictions of organisational and DI frameworks and the social exchange theory. Exploring the intervening effect of TE in the leadership, culture and innovation associations is unprecedented.

The purpose of this paper is to research the impact of digitalization on employees' future competencies and the conditional role of human resource development (HRD) in the relationship between independent and dependent variables.

Empirical research covered 1209 enterprises from all of Slovakia, Poland and the Czech Republic. The research was conducted from 2019 to 2021. Using structural equation modeling (SEM), a theoretical model was tested and verified.

Confirmatory factor analysis has shown a good fit for the tested model. The purpose and character of our data showed a good alignment with the SEM partial least squares method, as the goal is to predict a construct. The model showed that employee-oriented digitalization positively affected the employees' future competencies, with no impact of customer-oriented digitalization treated as a control variable. Also, the moderating role of HRD has not been shown to be significant for the “digitalization – competencies” relationship.

Previous studies on the development of personnel competencies treated these competencies as antecedents of digital transformation and examined the formal role of HRD in building the competencies. The novelty of this study lies in exploring the pattern of interactions among the impact of an environment built by innovative technologies and HRD on the competencies of the future. Also, the research embedded in the environment of Poland, the Czech Republic and Slovakia has contributed to the complex understanding of the transition to digitalization, as this region has often been omitted in the field of human resource management (HRM) research focused on exploring digital transformation.

Stringent environmental regulations and the need for a robust supply chain (SC) network have necessitated organizations to adopt circular economy (CE) practices. With proven impact of CE practices on SC activities, digital technologies are prompting organizations to digitalize SC networks. Yet, the correlation between SC digitalization and CE practices has been less examined. This study aims to identify and evaluate, the critical success factors (CSFs) necessitating SC digitalization and strategies helping in SC digitalization.

An extensive literature review was performed to identify CSFs and strategies for SC 4.0 (SC4.0), and for finalization, experts’ input was obtained with the Delphi approach. An integrated Fermatean fuzzy set – analytic hierarchy process – decision-making trial and evaluation laboratory – combined compromise solution technique was used to evaluate CSFs and strategies.

Smart work environment, performance monitoring and data reliability and relevance were identified as the top three important CSFs for SC digitalization. Enhancement of analytical capability, data-driven process optimization and development of an integrated digital platform were identified as potential SC4.0 transition strategies.

This study helps SC practitioners better understand the CSFs and strategies for the SC4.0 transition. Furthermore, this study explores the integration of CE principles within these digital strategies, emphasizing how sustainability practices can be embedded in the SC4.0 framework to foster a more resilient and environmentally conscious electronics SC in India.

To the best of the authors’ knowledge, this work is the first to analyze CSFs for SC4.0 in the Indian electronics industry.